2017-ACCA：未来商业模式：价值创造方兴未艾（英文版）_32页_3mb

Summary of "Business models of the future: emerging value creation"

About ACCA and ESRC

ACCA (the Association of Chartered Certified Accountants) is a global professional body that supports accountants and students in 178 countries. It has 188,000 members and 480,000 students, and works with over 7,110 Approved Employers. ACCA promotes ethical, professional, and technical standards in the accounting profession and is committed to innovation and inclusivity. The report is based on findings from workshops in Hangzhou, Lagos, Singapore, Bangalore, Hong Kong, Kuala Lumpur, and London, offering a global perspective on future business models.

The Economic and Social Research Council (ESRC) is the UK's largest funder of social and economic research. It supports the development of future social scientists and funds major studies that inform policy and business practices. The ESRC collaborates with other research councils and Innovate UK to address societal challenges through cross-disciplinary research.

Core Content

This report explores the evolving landscape of business models in the context of a rapidly changing global economy. It highlights the importance of rethinking how businesses create and capture value in light of technological advancements, demographic shifts, and new economic realities. The focus is on six emerging business models that have the potential to reshape how people live and work in the 21st century.

Main Business Models of the Future

1. Platform-Based Businesses

• Definition: Digitally enabled marketplaces that connect buyers and sellers.
• Key Features:
  • Two-sided or multi-sided markets.
  • Generate value through data and network effects.
  • Examples: Airbnb.
• Impact: Facilitates direct interaction and enables scalable value creation through user feedback and service design.

2. Mass Customisation 2.0

• Definition: Customers can customise products at home or nearby using digital tools.
• Key Features:
  • On-demand digital fabrication.
  • Cloud-based designs and local manufacturing.
  • Examples: Opendesk.
• Impact: Reduces reliance on traditional supply chains and supports a do-it-yourself, maker culture.

3. Frugal Business Models

• Definition: Low-cost, high-quality solutions tailored to resource-constrained environments.
• Key Features:
  • Focus on affordability and efficiency.
  • Create new market segments.
  • Examples: Renault’s Logan and Kwid.
• Impact: Enables access to affordable products and services in lower-income markets.

4. Modern Barter

• Definition: Exchanging goods or services using digital and alternative currencies.
• Key Features:
  • Encourages non-pecuniary exchange.
  • Builds community and trust.
  • Examples: TimeRepublik.
• Impact: Offers a way to access products and services without affecting personal finances and fosters local community ties.

5. 'Pay What You Want'

• Definition: Customers pay based on their perceived value or willingness to pay.
• Key Features:
  • Flexible pricing models.
  • Can be integrated into freemium or tier-based systems.
  • Examples: Humble Bundle.
• Impact: Encourages customer participation and aligns pricing with individual preferences and community values.

6. Mega-Hyperlocal

• Definition: Products and services are sourced, assembled, and sold locally.
• Key Features:
  • Strong local identity and community engagement.
  • Low environmental impact.
  • Examples: Kernel Brewery.
• Impact: Enhances local economic ecosystems and quality of life, while maintaining a sustainable footprint.

The 'Full Stack' Framework

The 'Full Stack' framework is a comprehensive tool for assessing the value creation potential of future business models. It consists of two sections:

Back-End

• Waves: Technological innovation drives economic growth in waves. Understanding these waves helps anticipate future opportunities and challenges.
• Disruption: Disruptive innovation can reshape industries, but established companies often struggle to adapt and may focus on sustaining innovation instead.
• Networks: Digital networks enable peer-to-peer funding and collaboration, such as crowdfunding platforms.
• Limits: Constraints such as resource scarcity and economic inequality influence the development and adoption of new business models.
• Socio-Productivity: The interplay between social and economic factors affects how value is created and captured.

Front-End

• Socio-Economic Horizons: Includes factors like demographic changes, consumer behavior, and the rise of the middle class.
• Contextual Factors: The framework helps businesses understand the environments in which they operate and how to align their models with these contexts.

Key Recommendations

• Companies should continuously reassess their value propositions, creation, and capture mechanisms.
• The role of professional accountants is crucial in analyzing and advising on new business models.
• Embracing the 'Full Stack' framework can help businesses navigate the complexities of value creation in a dynamic global economy.
• Innovation and adaptability are essential in the face of technological and economic shifts.

Conclusion

The report emphasizes that the future of business models lies in their ability to respond to new opportunities and challenges. These models are not just about technology but also about social and economic transformation. The 'Full Stack' framework provides a structured way to evaluate and develop these models, ensuring they align with the needs of customers and the broader economic context. Professional accountants are positioned to play a vital role in this evolving landscape by offering strategic insights and supporting sustainable value creation.